Explain the impact of an individual's personality on work performance
One’s individual personality has a great influence on the work performance. Different personality factors have a direct influence on one’s job performance. Factors like extroversion versus introversion, self-esteem, conscientiousness and stability influence one’s execution of learnt skills. Some personality factors result in undesirable tensions between employees in the organization. Such tensions are costly when interpreted in the context of superior-subordinate relations, employee-employer relations and peer relations. These organizational conflicts cause low turnover and job dissatisfaction (Barrick & Ryan, 2003).
Different personality types have different features. Some of these features arouse different reactions in different people. For instance, some personality features in people arouse aggression and hostility in the associates. Others invoke supportive responses and sympathy because of their personality. While some people encourage free and open communication because of their personality traits, others discourage free and open communication owing to their personality traits. This has an effect of on their associates, especially those working in close proximity. By affecting the working environment, an individual’s personality can have a positive impact on not only the individual job performance but also that of the organization collectively (Krausert, 2009).
Identify at least 3 strategies an organization can use to maximize the contribution of individuals
There are different strategies that managers can use to maximize the contribution of individuals to an organization. Some of them include the following: -
- Encourage autonomy: it is important for managers to hand over as much control as possible to employees in their work. Increased control results in increased job satisfaction and quality of work. Additionally, it gives employees the flexibility they require to re-organize their work, make improvements for optimal performance (Mistry, 2010).
- Enhance communication in the organization: one of the reasons for poor individual performance is lack of information. Managers should communicate effectively to let the employees know what is expected of them and any changes in the organization (Cichocki & Irwin, 2011).
- Design jobs to be rewarding: rewarding jobs increase employee motivation and consequently increase their individual performance.
Barrick, M. R., & Ryan, A. M. (2003). Personality and work: Reconsidering the role of personality in organizations. San Francisco, CA: Jossey-Bass.
Cichocki, P., & Irwin, C. (2011). Organization design: A guide to building effective organizations. London: Kogan Page.
Krausert, A. (2009). Performance management for different employee groups: A contribution to employment systems theory. Berlin: Physica-Verlag.
Mistry, S. (2010). Leading strategy execution: How to engage employees and implement your strategies. Philadelphia, Pa: Kogan Page.